A conceptual framework of the service delivery system design for hospitality firms in the (post-)viral world: The role of service robots
TL;DR: In this article, a conceptual framework of the service delivery system design for hospitality firms in the post-viral world is developed, which includes resource-based view, value chain analysis, stakeholder theory, PESTEL analysis, positioning strategy, and service delivery systems design.
About: This article is published in International Journal of Hospitality Management.The article was published on 2020-10-01 and is currently open access. It has received 81 citations till now. The article focuses on the topics: Service system & Service (business).
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TL;DR: In this article, the authors investigated the effects of past pandemics and epidemics on the global hospitality industry, and how the industry responded to them, and further explored the role of technology in ensuring hygiene and cleanliness.
123 citations
TL;DR: In this article, the authors conducted a literature survey to answer two research questions, i.e. what the main research contributions are to combat the COVID-19 pandemic from the robotic technologies' perspective, and what the promising supporting technologies are needed during and after the pandemic to help and guide future robotics research.
99 citations
TL;DR: In this paper, the authors examined the measures adopted in high-end and luxury hotels and identified the effects of such measures on the intended (or planned) experience based on thematic analysis of interviews with hotel managers.
81 citations
Cites background from "A conceptual framework of the servi..."
...More precisely, it extends previous hospitality research into the effects of the Covid-19 pandemic on this industry (Filimonau et al., 2020; Jiang and Wen, 2020; Seyitoğlu and Ivanov, 2020; Shin and Kang, 2020), by examining...
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TL;DR: A review of the early literature on COVID-19 and tourism, representing 249 papers, is presented in this article, revealing five key themes: psychological effects and behavior; responses, strategies, and resilience; sustainable futures; impact monitoring, valuation, and forecasting; and technology adoption.
80 citations
TL;DR: In this article, the authors explore customer value perceptions of service robots and their impact on customers' attitudes and behaviors toward robotic restaurants, finding that customers' willingness to use and to pay more for robotic restaurants are determined by their attitudes toward robots, which are influenced by functional, conditional, epistemic, emotional, co-creation, and social values.
Abstract: The COVID-19 pandemic has severely affected the restaurant industry due to enforced closures and limitations on social gatherings, prompting restaurateurs to innovate and adapt in order to ensure the viability of their businesses. Pandemic has also induced changes in our perceptions of safety in public spaces, necessitating the adoption of social distancing and more widespread use of online platforms for purchasing and communication. While the pandemic might be a catalyst for the adoption of contactless technologies, some restaurateurs remain hesitant to invest in service robots because they are not convinced of the return on investment and the potential value service robots can deliver to their customers. Therefore, this study aims to explore customer value perceptions of service robots and their impact on customers’ attitudes and behaviors toward robotic restaurants. Findings yielded by a survey of 445 potential diners in Taiwan show that customers’ willingness to use and to pay more for robotic restaurants are determined by their attitudes toward robots, which are influenced by functional, conditional, epistemic, emotional, co-creation, and social values. Our survey results also reveal that the importance of conditional value is amplified by crisis-specific antecedents, namely the need for physical distancing and mysophobia. These findings have implications for restaurant pricing policies and can be considered by restaurant managers when formulating strategies aimed at sustaining their business in these challenging times. (English) [ABSTRACT FROM AUTHOR] 由于强制关闭和限制社交聚会，COVID-19大流行严重影响了餐饮业，促使餐馆经营者进行创新和调整，以确保其业务的生存能力. 流感大流行还导致我们对公共场所安全的看法发生了变化，这就需要采用社交距离，并更广泛地使用在线购物和交流平台. 虽然这种流行病可能是采用非接触式技术的催化剂，但一些餐馆老板仍然对投资服务机器人犹豫不决，因为他们不相信服务机器人能给顾客带来的投资回报和潜在价值. 因此，本研究旨在探讨顾客对服务机器人的价值认知及其对顾客对机器人餐厅态度与行为的影响. 对台湾445位潜在食客的调查结果显示，顾客对机器人餐厅的态度决定了他们对机器人餐厅的使用意愿和支付意愿，这些态度受到功能、条件、认知、情感、共同创造和社会价值观的影响. 我们的调查结果还显示，条件价值的重要性被特定危机的前因放大，即需要身体距离和神秘恐惧症. 这些发现对餐厅定价政策有一定的启示，可供餐厅经理在制定策略时加以考虑，以期在这个充满挑战的时代维持其业务. (Chinese) [ABSTRACT FROM AUTHOR] Copyright of Journal of Hospitality Marketing & Management is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
44 citations
Cites background from "A conceptual framework of the servi..."
...We thus heed the recent call made by Seyitoğlu and Ivanov (2020a) for empirical research focusing specifically on customers’ willingness to pay more for robot-delivered services....
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...Depending on their technological features, some robots can take orders, prepare meals, and deliver them to customers, whereas others can sing or dance to entertain customers (Seyitoğlu & Ivanov, 2020c)....
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...Similar attitudes were uncovered by Seyitoğlu and Ivanov (2020c) by analyzing the TripAdvisor reviews....
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...Aware of these issues, upon resuming operations, many restaurants have reestablished their health and safety protocols to alleviate the risk of coronavirus infection and motivate customers to come back (Seyitoğlu & Ivanov, 2020a)....
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...While many restaurateurs have already recognized robots’ potential for cost savings and service quality improvements, not all tasks are deemed suitable for robotization (Seyitoğlu & Ivanov, 2020c)....
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References
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01 Jan 1984TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.
17,404 citations
TL;DR: There is evidence that human-to-human transmission has occurred among close contacts since the middle of December 2019 and considerable efforts to reduce transmission will be required to control outbreaks if similar dynamics apply elsewhere.
Abstract: Background The initial cases of novel coronavirus (2019-nCoV)–infected pneumonia (NCIP) occurred in Wuhan, Hubei Province, China, in December 2019 and January 2020. We analyzed data on the...
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Posted Content•
TL;DR: Porter as mentioned in this paper presents a comprehensive structural framework and analytical techniques to help a firm to analyze its industry and evolution, understand its competitors and its own position, and translate this understanding into a competitive strategy to allow the firm to compete more effectively to strengthen its market position.
Abstract: Michael Porter presents a comprehensive structural framework and analytical techniques to help a firm to analyze its industry and evolution, understand its competitors and its own position, and translate this understanding into a competitive strategy to allow the firm to compete more effectively to strengthen its market position. The introduction reviews a classic approach to strategy formulation, one that comprises a combination of ends and means (policies), factors that limit what a company can accomplish, tests of consistency, and an approach for developing competitive strategy. A competitive strategy articulates a firm's goals, how it will compete, and its policies for achieving those goals. Competitive advantage is defined in terms of cost and differentiation while linking it to profitability. Part I, "General Analytical Techniques," provides a general framework for analyzing the structure of an industry and understanding the underlying forces of competition (and hence profitability). Five competitive forces act on an industry: (1) threat of new entrants, (2) intensity of rivalry among existing firms, (3) threat of substitute products or services, (4) bargaining power of buyers, and (5) bargaining power of suppliers. Looking at industry structure provides a way to consider how value is created and divided among existing and potential industry participants. One competitive force always captures essential issues in the division of value.There are three generic competitive strategies for coping with the five competitive forces: (1) overall cost leadership, (2) differentiation, and (3) focus. There are risks with each strategy. A firm without a strategy is "stuck in the middle." This framework for examining competition transcends particular industry, technology, or management theories. Building on this framework, techniques are presented for industry forecasting, analysis of competitors, predicting their behavior, and building a response profile. Essential for a competitive strategy are techniques for recognizing and accurately reading market signals. Implications of structural analysis for buyer selection and purchasing strategy are presented. Game theory provides concepts for responding to competitive moves. Using the concept of strategic groups, structural analysis can also explain differences in firm performance (profitability), provide a guide for competitive strategy, and predict industry evolution. Part II, "Generic Industry Environments," shows how firms can use the analytical framework to develop a competitive strategy in industry environments, which reflect differences in industry concentration, state of industry maturity, and exposure to international competition. These environments determine a business's competitive strategic context, available alternatives, and common strategic errors. Five generic industry environments are examined: fragmented industries (where level of industrial concentration is low), emerging industries, transition to industry maturity, declining industries, and global industries. In each, the crucial aspects of industry structure, key strategic issues, characteristic strategic alternatives (including divestment), and strategic pitfalls are identified. Part III, "Strategic Decisions," draws on the analytical framework to examine important types of strategic decisions confronting firms that compete in a single industry: vertical integration, major capacity expansion, and new business entry. Additional use of economic theory and administrative consideration of management and motivation helps a company to make key decisions, and gives insight into how competitors, customers, suppliers, and potential entrants might make them. Appendix A discusses use of techniques for portfolio analysis applied to competitor analysis. Appendix B provides approaches to conducting an industry study, including sources of field and published dat
12,533 citations